hdaa people report 2012 workshop · ∗deal with financial & productivity data and stretch the...

HDAA People Report 2012 Workshop

- Analysis & Reporting -

Jaqi Haworth, MBCS CITP

Senior Trainer & Consultant http://au.linkedin.com/in/jaqihaworth

Workshop Outcome: Q4 2012 Reporting vs Analysis – Analysing the 2012 People Survey Report

http://au.linkedin.com/in/jaqihaworth

HDAA Vision

To be the primary source of collaboration and knowledge for the Service and Support

Profession.

For this workshop use….

#knowITSM @hdaa1


Who has ever had ‘Analyst’

in their job title ?

Question?

“…a term for a professional whose primary function is a deep examination of a specific, limited area” – source: Wikipedia


What does the word ‘Analyse’ mean?

Question?

“to unloose, release, set free” Analysis involves asking questions to create new information that leads to insight that leads to Action.


Example #1


Example #2


Example #2

An organisation could drive a 0% abandoned call rate by picking the phone up then hanging-up on the customer.


Example #2

- What are your priorities for change based on business objectives and impact? -


∗ Part 1: Reporting - versus - Analysis ∗ Actionable Reporting

∗ Data-Information-Knowledge-Wisdom

∗ Designing A Reporting Framework ∗ ITIL® Seven Step Improvement Process ∗ Balanced Scorecard Approaches

∗ Part 2: Analysing the 2012 People Survey Report ∗ Key Findings & Analysis ∗ Tips for effective Management Reporting

Agenda


“A formatted and organised presentation of data” - http://www.webopedia.com/TERM/R/report.html

“A textual work made with the specific intention of relaying information or recounting certain events in a widely presentable form” – http://en.wikipedia.org/wiki/Report

What is a Report?


http://www.webopedia.com/TERM/R/report.html

http://en.wikipedia.org/wiki/Report

What is an ‘actionable’ Report?

∗ an interpretation ∗ analysed data ∗ an action plan ∗ used to make specific business decisions ∗ is specific, consistent and credible.

Workshop it!


What is an ‘actionable’ Report NOT?

Question?

∗ A collection of non-analysed graphs ∗ Print-outs from your ITSM tool ∗ A dashboard that doesn’t trigger a response ∗ Not linked to KPIs & objectives


“All too often organisations capture data but fail to process the data into information, synthesise the information into knowledge, and then combine that knowledge with others to bring wisdom” - Source: ITIL Continual Service Improvement (2011)

D – I – K – W

Reporting - vs - Analysis


∗ Data - a collection of facts ∗ e.g. Q46 - The average base salary of a Level 1 Service

Desk Analyst is $52,725e.g. Q46 - The average base salary of a Level 1 Service Desk Analyst is $52,725

Information - the result of processing and organising data in a way that adds to the knowledge of the person receiving it.

e.g. The figure was reported to be $50,035 in 2009 so it appears to have increased by $2,690 over 3 years. That’s an average of $897 per year.

Reporting - vs - Analysis DIKW


∗ Information - the result of processing and organising data in a way that adds to the knowledge of the person receiving it. ∗ e.g. The figure was reported to be $50,035 in 2009 ∗ It appears to have increased by $2,690 over 3 years ∗ That’s an average of $897 per year



∗ Knowledge - information combined with experience, context, interpretation and reflection.



∗ Today’s $ isn’t worth what it was in 2009. ∗ How does it compare with inflation? ∗ Is the increase an annual uplift or performance

related? ∗ Is it an ‘increase’ at all? ∗ How does this compare to recruitment agency

findings? ∗ Is a Level 1 Analyst doing the same role in 2012 as

they were in 2009? ∗ Studies show that when you incentivise too

much, performance actually suffers



What does it mean to critically analyse?

Analysing critically means looking at the

data and asking yourself, 'what do I think

about this?', taking it one step further and

asking 'what is making me think that?’

then making actionable

recommendations about ‘what do we

need to do about this?


5. Analyse the Information & Data


∗ Wisdom - the ability to make correct judgements and decisions. It consists of making the best use of available knowledge



“The dip in user satisfaction seems to coincide with the decision to lay-off service desk staff…”



To understand the issue or topic on which you have gathered the data, and to provide you with the evidence you need to communicate this understanding to others.

Purpose of Analysing Reports


“The possession of facts is is knowledge; the use of them is wisdom; the choice of them is education. Knowledge is not power but riches - and like them, has its value in spending”

- Thomas Jefferson

DIKW Quote


∗ A consensus view of what should be measured and how it will be communicated.

∗ Critical for Support Centre sustainability and performance management.

∗ Report content should be iterative and dynamic; refined after each reporting period.

A Reporting Framework


3 basic types: Operational, Tactical & Strategic

Operational Reports: ∗ Used by people with responsibility for managing & improving

operations. ∗ Collect transactional data: ∗ ITSM Tool Reports and Dashboards ∗ Baselines ∗ Alerts

Types of Report


3 basic types: Operational, Tactical & Strategic Tactical Reports: ∗ Monitor, project and recommend a response to trends. ∗ May need to combine data from multiple sources. ∗ Scorecard ∗ KPI results

Types of Report


3 basic types: Operational, Tactical & Strategic Strategic Reports: ∗ Deal with financial & productivity data and stretch the analysis

over longer periods of time. ∗ Support Decision Making ∗ Business Report ∗ Business Case

Types of Report


∗ Dashboard (Internal)

Types of Report

• Understand overall heath of a service

• Monitor incidents, problems & changes

• View average resolution time (by priority/service)

• Monitor % of incidents handled within SLA



∗ How does this compare with industry benchmark data?

Types of Report



∗ What is the appropriate Action?

Types of Report


∗ ITSM Tool Report

∗ Automated data extraction

∗ Exportable ∗ Customisable

Types of Report


∗ ITSM Tool Report

∗ Needs analysis to make it meaningful and actionable

Types of Report


∗ A benchmark used as a foundation for measuring or comparing current and past values.

∗ To identify whether there were any benefits for the investments made ∗ Were objectives met? ∗ What factors explain the result? ∗ How can the service/process/performance be improved?

Baseline Reports

Analysis provides the answers


Example Baseline (run chart) Report


∗ Business Report - (Format) ∗ Title page ∗ Executive summary - (Audience) ∗ Table of contents ∗ Introduction ∗ Discussion ∗ Conclusion – (Analysis) ∗ Recommendations – (Action!) ∗ Appendices – (Evidence) ∗ References

Types of Report


ITIL® Seven Step Improvement Process



Step 1 Identify the strategy for improvement - What is important to the business?



Step 2 Define what you will measure


External Data

(e.g HDAA Reports)

Internal Data

Compare Data Analysis

Data Analysis

Scorecard

Actionable Report 2. Define What You Will Measure


3 Types of metrics: ∗ Service (customer-facing) ∗ Process ∗ Technology

What will you measure?

2 Types of KPI: ∗ Quantitative ∗ Qualitative

An effective reporting framework must include 3 types of metrics, and two types of KPI:

2. Define What You Will Measure


Balanced Business Scorecard



Developing an IT Scorecard




2. Define What You Will Measure Workshop Outcome: Q4 2012

Reporting vs Analysis – Analysing the 2012 People Survey Report

Balanced Scorecard Analysis

Trends are an indicator that more analysis is needed to understand what is causing it.

5. Analyse the Information & Data Workshop Outcome: Q4 2012


The metrics for Service Desk benchmarking fall into six categories:

∗ Cost (e.g. Cost per Contact)

∗ Productivity (e.g. Agent Utilisation)

∗ Service level (e.g. Average Speed of Answer)

∗ Quality (e.g. Customer Satisfaction)

∗ Workflow (e.g. Average Handle Time)

∗ Employee (e.g. Staff Satisfaction ; Attrition)

Service Desk Scorecard

2. Define What You Will Measure Source: Metricnet/HDI Workshop Outcome: Q4 2012



Step 3 Gather the data



Step 3 It is not unusual to spend 80% of the effort in this step!



Step 4 Process the data


Standard periodic reports:

∗ Daily morning report for all key IT support staff and managers and executives; 1-page graphical report on KPIs and summary of previous day’s performance.

∗ Weekly departmental (balanced) scorecard showing actual and

target performance. ∗ Monthly IT scorecard, rolling up the various IT departmental

scorecards into an overall IT summary scorecard.

Report Format & Frequency

4. Process the Data



Step 5 Analyse the information & data


“The ability to discover and quantify patterns in data of any kind.”

Level 6 - responsible for the organisation's commitment to efficient and effective analysis of textual/ numerical/ visual information. Level 5 - specifies and applies appropriate analytical techniques and reports results to clients and management. Level 4 - applies a variety of analytical and presentational techniques, in consultation with experts if appropriate, and with sensitivity to the limitations of the techniques.

SFIA: Information Analysis (INAN)

5. Analyse the Information & Data Source: http://www.sfia.org.uk


Asking the ‘Right’ questions needs Business Knowledge

5. Analyse the Information & Data



Step 6 Present and use the information What goes wrong here?


∗ Everyone gets the same report ∗ The format is not what people want ∗ Lack of an executive summary ∗ Not linked to a baseline or balanced scorecard ∗ Too much supporting data ∗ Presented in terms that are not understandable ∗ e.g. availability is reported in % when the business is interested in

knowing the number, duration and impact of outages.

Common Presentation Problems

6. Present & Use the Information


∗ Everyone gets the same report ∗ The format is not what people want ∗ Lack of an executive summary ∗ Not linked to a baseline or balanced scorecard ∗ Too much supporting data ∗ Presented in terms that are not understandable ∗ e.g. availability is reported in % when the business is

interested in knowing the number, duration and impact of outages.

Common Presentation Problems

6. Present & Use the Information



Step 7 Implement Improvement

All improvements are a change – Not all changes

are an improvement!


Report with the end in mind ∗ Know what you & the audience wants to achieve

∗ Link metrics and reports to business results ∗ Include actionable content that guides decision-making

Build a Reporting Framework

∗ Embrace the ITIL Seven Step CSI process & scorecard principles ∗ Include 3 types of metric, 2 types of KPI

∗ Consider the Format, Audience and Frequency

Base improvements on data, context, analysis and business objectives ∗ Analysis requires domain knowledge, questioning skills and

interpretation

Reporting/Analysis - Summary


Analysis is just a means to an end…

Action

Reporting should promote


∗ What did you find helpful?

∗ 2 improvements you would like to make to your reporting framework

Reporting/Analysis Part 1 - Summary


1. General Industry Information (Q1 to 15) 2. Recruitment & Salary (Q16 to 25) 3. Training and Development (Q26 to 33) 4. Performance Management (Q34 to 60)

Part 2 - Key Survey Findings

http://www.hdaa.com.au/KBSearch.aspx?KbSid=10_311


http://www.hdaa.com.au/KBSearch.aspx?KbSid=10_311

In teams, Identify the key WIIFM messages from the 2012 People Report from one of the following stakeholder perspectives:

∗ New IT graduate ∗ HR/Recruitment Manager ∗ Service Desk Analyst with 2 years experience ∗ Level 2/Desktop Support Technician ∗ Support Centre Team Leader/Manager ∗ Senior IT Manager ∗ Business/Customers

Workshop It!


∗ Invitations sent via online newsletters, the Web Form on the HDAA website and email in April - June 2012.

∗ 334 responses from over 20 industries. ∗ NSW (29%) ∗ VIC (27%) ∗ QLD (18%) ∗ ACT (12%) ∗ WA (7%) ∗ TAS (4%) ∗ SA (3%) ∗ New Zealand (1%)

Survey Methodology


1. Industry Type 2. Number of Customers Supported 3. Type of Support 4. Languages Supported 5. Type of Support Centre 6. Type of Services Provided 7. Support System for Incident Management 8. Utilisation of Follow the Sun principles 9. 24x7 Support 10. Support Centre Operational Hours 11. Number of Shifts Supported 12. Average Working Hours per shift 13. Support during Public Holidays 14. Average Number of Employees 15. Average Working Hours per week

Section 1. General Industry Information


General Industry Information (Q1 to 15) ∗ The 2012 People Survey Report represents:

∗ Over 20 industries ∗ Customer bases from 1 to >100,000 ∗ Internal/External/Mixed

∗ Over 80% have maintained or increased staffing levels ∗ No #1 tool continues to be BMC/Remedy

∗ The use of Infra has halved since 2009

∗ The average Support Centre operates for 10-11 hours per day ∗ By 2014 est. only 5% of support centres will operate at weekends

Section 1. Key Survey Findings


16. Staffing Level on the Service Desk 17. Accuracy Scale 18. After hours Support Payment Form 19. Salary Change 20. Average Salary Change 21. Monetary-related Benefits 22. Bonus Recipients 23. Bonus Criteria 24. Monetary-related Benefits Preferences 25. Enough Staff for Workload?

Section 2. Recruitment & Salary


Recruitment & Salary (Q16 to 25) ∗ Only 7.3% feel their Job Description identifies how their role

contributes to objectives and less than 5% feel that Job Descriptions accurately describe the job role.

∗ The proportion of people who received a pay rise continued to fall - 63% (was 77% in 2007; 70% in 2009).

∗ The average base salary for a 1st line SCA is $52,725 (consistent with recruitment co. statistics).

∗ Support Centre staff earn less than the minimum ICT salary according to seek.com.au.

Section 2 Key Survey Findings


Michael Page ∗ http://www.michaelpage.com.au/salarycentre

Q19 & Q46 - Salary Benchmarks 5 years experience to reach the top

salary – Financially/growth motivated Level 1’s can earn more by leaving in

year 3


http://www.michaelpage.com.au/salarycentre

Seek.com.au ∗ Information & Communication Technology - Averages ∗ Min: $87,120 ∗ Mid range: $98,712 ∗ Max: $110,304

Q19 & Q46 - Salary Benchmarks


∗ 1.1 x Service Desk Managers ∗ 3.1 x Team Leaders/Supervisors ∗ 1.4 x Call Screeners ∗ 11.8 x Level 1 Support ∗ 12.4 x Level 2 Support ∗ 7.1 x Desktop Support Technicians ∗ 10.9 x Level 3 Support

# of Employees in each Role (Q25) 54.3% people believe there are not

enough staff to meet the workload


∗ 1.1 x Service Desk Managers ∗ 3.1 x Team Leaders/Supervisors ∗ 1.4 x Call Screeners ∗ 11.8 x Level 1 Support ∗ 12.4 x Level 2 Support ∗ 7.1 x Desktop Support Technicians ∗ 10.9 x Level 3 Support

# of Employees in each Role Averages almost unchanged

since 2006

Only 7.2% use a workforce tool to determine required staffing numbers


Q19 – How Has your Salary Changed in last 12 months?


26. Qualities of Support Centre Analyst 27. Skills of Support Centre Analyst 28. Training Areas 29. Industry Certifications Invested 30. Scale of Training Linked to Job Description 31. Training Methods 32. Conference Attendance 33. Valued Conferences for Professional Learning

Section 3. Training & Development


Training & Development (Q26 to 33) ∗ 57.6% believe customer service skills are more important than

technical skills at the Support Centre ∗ ITIL Foundations has overtaken Microsoft as No #1 certification

investment ∗ only 8.5% Support Centres DON’T invest in ITIL Foundation training

∗ The most common methods of training new frontline staff are on-the-job and coaching

∗ Fewer people attend industry conferences than they used to ∗ 71.5% believe itSMF is of most value but only 32% attended



34. Type of Performance Reviews 35. Performance Reviews directly Linked? 36. Scale of Performance Review Process 37. Quality Assurance Practices 38. Scale of Work Environment Satisfaction 39. Support Staff Satisfaction Measurement 40. Motivations for the Jobs 41. Reward/Recognition Programs 42. Positions Held 43. Attrition Rate 44. Average Tenure by Level 45. Recruitment Sources 46. Average Salaries

Section 4. Performance Management


47. Position of Certification Requirement 48. Certification Premiums 49. Salary Increase Factors for Positions 50. Staffing Models used 51. Anticipation/Plan for the Next Year 52. Number of Training Days 53. Annual Training Budget per Support Employee 54. Professional Training Spend 55. Time taken for New Staff to Become Proficient 56. Training Program Evaluations 57. Methods of Testing Training Programs Validity 58. Effectiveness Rating of Performance Review Results 59. Rating of Support Staff Satisfaction 60. Rating of Survey Effectiveness

Section 4. Performance Management


Performance Management (Q34 to 60) ∗ The most common QA method is satisfaction surveys. ∗ Over 1/3 indicate that Support Staff satisfaction is NOT measured. ∗ 26.2 % anticipate a hiring freeze in the next year. ∗ Only 7.2% of Support Centres use a workforce planning tool to

calculate staffing levels. ∗ 76.3% Value formal certifications but do not require it. ∗ Support Centre Managers have had a 3.4% salary increase over the

past 3 years; Level 2: 8.0% increase.



In teams, Identify the key WIIFM messages from the 2012 People Report from one of the following stakeholder perspectives:

∗ New IT graduate ∗ HR / Recruitment Manager ∗ Service Desk Analyst with 2 years experience ∗ Level 2 / Desktop Support Technician ∗ Support Centre Team Leader / Manager ∗ Senior IT Manager ∗ Business / Customers

Workshop It!


Why is People Satisfaction Important?

“The higher the level of employee satisfaction, the greater the commitment and contribution to the employer.” Ronan Miles, CEO Oracle UK


Why is People Satisfaction Important?

Employees are bored with their jobs because they don't actually have anything meaningful to do. A successful employer provides workers with a job that is not only inherently meaningful but also has a wider purpose that is closely allied to the organisation's wider goals. - Source: David Bolchover, "The Living Dead”

* 1 in 5 employees has had sex in the workplace. * 1 in 3 has taken Class A drugs at work * 1 in 6 admit to 'constantly' surfing the web on matters totally unrelated to work


∗ What did you find helpful?

∗ 1 thing you learned today

Reporting/Analysis Part 2 - Summary


hdaa people report 2012 workshop · ∗deal with financial & productivity data and stretch the...

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